员工体验平台的演进：推动 AI 转型的关键引擎Josh Bersin 公司发布新研究指出：员工体验平台（EXP）正在成为企业 AI 转型的关键基础设施。EXP 不再只是HR工具，而是推动组织学习、透明沟通和员工赋能的核心平台。研究提出五大战略：以人为本、自下而上、持续学习、透明沟通和实时优化。案例包括 Microsoft 的 HR AI 转型、ASOS 的 AI 自动化、Clifford Chance 的法律文书 AI 起草。EXP 赋能组织实现敏捷变革和AI落地。
AI 正在快速改变职场——不仅是技术，更是组织文化与工作方式的深刻变革。
人工智能（AI）的广泛应用为生产力、效率和业务增长带来了前所未有的机遇。然而，AI 转型并不仅仅意味着“部署新技术”，它实际上深刻地重塑了员工体验，影响着组织文化、团队协作方式与工作流程。
在这一转型过程中，员工体验平台（Employee Experience Platform，简称 EXP） 正逐渐从传统的 HR 工具，演进为推动企业成功实施 AI 的关键引擎。EXP 不再只是一个用于请假或查政策的门户，而是集成沟通、学习、协作、数据与自动化的智能化平台，帮助组织推动 AI 采纳、提升员工准备度，并确保 AI 真正带来业务价值。
员工体验平台的演进
EXP 的初始功能主要是处理事务性流程，如请假申请、薪资查询等。但如今，随着 AI 技术的发展，EXP 已演变为智能化的交互中心，集成以下核心功能：
跨系统的员工沟通与协作
提供关于 AI 使用和员工情绪的实时洞察
支持个性化的学习与技能建设
自动化重复任务，让员工专注于更有价值的工作
同时，得益于 AI Agent 的融入，如今的 EXP 变得更易使用，员工可通过自然语言与系统交互，实现跨系统流程操作，无需再进入多个事务性系统。
因此，EXP 不再是“可有可无”的系统，而是 企业 AI 成功转型的关键基础设施。
企业 AI 转型案例
我们调研了三家具有代表性的公司，探讨他们在 AI 转型中如何借助 EXP 实现落地与成效：
1. ASOS（线上时尚零售）
部署 Microsoft Copilot 与 Microsoft Viva 赋能多业务部门
用 AI 驱动 HR 案例处理工具，提升服务效率
通过自助服务门户精简事务流程
用自定义 AI bot 自动完成可持续认证流程
成果：员工生产力提升、参与度增强、AI 无缝落地
2. Microsoft（打造 AI 驱动的 HR 部门）
通过 Viva 学习模块开展 AI 培训
自助 HR 工具增强员工支持体验
实时分析 AI 使用情况，持续优化策略
成果：HR 效率显著提升，数千名 HR 领导参与 AI 社群
3. Clifford Chance（国际律所）
用 AI 起草法律文件，为律师提供初稿
借助 AI 语言工具跨越法律语境差异
利用 AI 管理法律知识，快速找出相关案例
成果：文书效率提升、知识共享加速、决策更精准
AI 转型的敏捷性要求
与传统变革不同，AI 推广不是一次性事件，而是一个 持续试验、迭代和适应的过程。因此，企业需具备“变革敏捷性”（Change Agility），用灵活的机制推动员工学习和组织协同。
借助 EXP 实现 AI 成功的五大战略
我们总结出五个成功企业在 AI 转型过程中普遍遵循的策略，而 EXP 是支撑这些策略实施的核心平台：
1. 以人为本与目标导向（Focus on People and Purpose）
AI 的导入需与组织使命、价值观和员工需求保持一致。EXP 可确保所有 AI 工具围绕员工体验设计，提升参与度、工作效率和福祉。
? 案例：Microsoft HR 借助 Viva Amplify 定制 AI 推广内容，让 HR 团队及时获取战略沟通信息，确保 AI 项目与业务目标保持一致。
2. 采用自下而上的迭代方法（Bottom-Up, Iterative Approach）
AI 转型不能靠高层指令推动，而应依赖一线员工的反馈与试验。EXP 通过实时反馈与学习机制，让员工在实际工作中试用、迭代与优化 AI 工具。
? 案例：ASOS 借助 Viva 社区功能发起“Work Smarter”活动，员工可在平台上公开交流 AI 使用案例，形成知识共享文化。
3. 鼓励透明沟通与试验精神（Transparent Communication and Experimentation）
员工需要明确知道 AI 工具的使用场景、目的与风险，才能建立信任并积极参与。EXP 提供结构化、公开的试验机制，确保过程透明。
? 案例：Clifford Chance 在 Microsoft Viva 中嵌入 AI 工作流程，员工可以实时测试 AI 辅助起草功能，同时了解其运行逻辑。
4. 推动持续学习与技能建设（Continuous Learning and Skill-Building）
员工必须掌握 AI 基本素养，才能有效融入 AI 工具。EXP 提供基于角色定制的学习路径，支持技能升级与长期成长。
? 案例：Clifford Chance 借助 Viva Learning 培训员工 prompt 工程、AI 素养与数据分析技能，为 AI 工具的使用打下基础。
5. 实现实时度量与持续优化（Real-Time Measurement and Improvement）
与传统 IT 项目不同，AI 推广必须持续监测并快速调整策略。EXP 提供实时分析能力，帮助企业追踪员工情绪、生产力与 AI 使用情况。
? 案例：Microsoft HR 借助 Viva Insights 实时追踪 AI 使用频率、员工负荷减轻情况与情绪变化，以便动态调整 AI 战略。
HR 在 AI 转型中的新角色
在 AI 重构工作的过程中，HR 部门不再只是支持者，而是：
主导员工技能升级与再培训
协助重塑岗位定义与工作流程
在 HR、IT 与业务之间架起 AI 战略桥梁
落实负责任 AI 政策，确保 AI 应用符合伦理与企业文化
HR 将在未来的 AI 时代中扮演 “战略引导者 + 管理变革催化者” 的核心角色。
行动建议与未来展望
企业若想在 AI 转型中取得成功，应当：
✅ 采用“变革敏捷”思维，持续学习、实时迭代
✅ 建立 AI 驱动的员工体验平台，支持流程与文化融合
✅ 打破 HR、IT、业务之间的壁垒，实现跨部门协同
✅ 实施实时度量机制，根据反馈不断优化 AI 战略
EXP 已成为企业迈入 AI 未来的基础设施。
AI 将持续重塑职场，但决定 AI 成败的关键并非技术本身，而是组织是否能让员工真正拥抱 AI、用好 AI。
EXP 不再只是一个 HR 工具，而是打造学习型组织、推动信任建设和灵活变革的“中枢神经系统”。企业若想在 AI 驱动的时代中保持竞争力，就必须把员工体验放在战略核心位置。
作者：Kathi Enderes | 全球研究与行业分析高级副总裁 | Josh Bersin Company
观点
2025年07月19日
观点
How California Employees Can Navigate Conflict & Respond to Workplace Aggression在加州职场，冲突虽常见，但若升级为言语、心理或身体上的攻击，员工权益和安全便受到严重威胁。本文由加州资深劳动律师 Andrea Amaya 撰写，结合丰富实务经验，为员工提供一套应对职场侵害的法律行动指南。
首先，员工需识别何为“正常摩擦”与“侵害行为”之间的界限——如果对方的行为使你感到受威胁、被羞辱、被排挤，或影响工作绩效，就不应被视为“职场常态”。其次，律师强调“记录一切”的重要性，即便是微小的不适也应及时整理证据，如保存邮件、截图聊天记录，并建立日志。
面对挑衅时，理性、专业的回应比情绪化反应更具保护力。文章建议使用明确措辞维护自身底线，并在适当时向HR正式提出书面投诉。但员工也需意识到HR并非完全中立，举报时需谨慎、留存所有记录。如担心遭遇打击报复，建议先与律师沟通。
当局势持续恶化、损害身心健康时，员工应评估是否需要寻求法律援助或考虑离职。在加州，基于歧视、骚扰或报复的侵权可向 CRD 或 EEOC 提出申诉。
作者最后提醒，职场毒性文化的存在并非员工本人的失败，勇敢维权、优先保护自己的心理健康，是专业、成熟且有力的选择。
LOS ANGELES, July 15, 2025-Conflict is part of any workplace and often unavoidable. It can look like subtle disrespect in meetings or outright hostility behind closed doors.But when conflict escalates into aggression, whether it be verbal, psychological, or even physical, and it starts threatening your dignity, safety, and career, it stops being a mere HR matter.
As an employment lawyer in California representing employees across industries, I've seen how workplace aggression, left unchecked, can erode mental health, derail careers, and silence otherwise brilliant voices.
But I've also seen how clarity, strategy, and the courage to act can turn conflict into a turning point rather than a breaking point.
Here's how California employees can navigate workplace conflict and respond to aggression in a way that's not only safe and smart, but legally informed.
1. Recognize the Difference Between Discomfort and Abuse
Not every disagreement is "hostile work environment" material. Workplaces are made up of employees with differing opinions, personalities and backgrounds. Disagreements are bound to happen. However, there is a difference between a disagreement or a misunderstanding and a toxic work environment. Many workers, especially in hierarchical or high-pressure fields, normalize toxic dynamics. If you find yourself second-guessing whether your colleague's tone, your supervisor's "jokes," or the constant exclusion from meetings are just part of the job, pause.
Ask yourself: Is this behavior isolating me, threatening me, humiliating me, or interfering with my ability to do my job?
In California, workplace aggression can cross legal lines if it includes harassment (especially if based on protected characteristics like race, gender, age, disability, etc.) or retaliation (for reporting wrongdoing, requesting medical leave, etc.). It doesn't have to be physical. Verbal attacks, threats, and sabotage count.
2. Document Everything, Even the "Small" Stuff
Legal cases aren't built on vibes; they're built on records. If a coworker publicly berates you, if your boss sends passive-aggressive emails, or if you're left out of key communications, write it down. Save the emails. Screenshot the thread. Keep a running log with dates, what happened, and who was present.
Even if you never file a formal complaint, documentation arms you with clarity and credibility. It helps HR understand patterns, not just isolated events. And if things do escalate legally, it could be the difference between "he said, she said" and a compelling, evidence-based claim.
3. Respond Strategically, Not Emotionally
It's human to want to snap back at the colleague who cuts you down in front of others. But emotional reactions can be used against you later, especially if the aggressor is angling to provoke you.
Instead, respond with professionalism. If safe, call out the behavior calmly:
"I'd prefer to be spoken to respectfully. Is there something specific you want to address?"
If you're in a meeting, redirect the conversation or note the inappropriate behavior in writing afterward. Use phrases like:
"To clarify what was said earlier…" "For the record, I'd like to note…"
Standing up for yourself may feel uncomfortable, especially if you're junior or underrepresented, but it is a crucial step to protecting your dignity.
Remember: assertiveness is not aggression. It's boundary-setting.
4. Use Your Company's Processes, But With Eyes Wide Open
HR is supposed to be a neutral party, but in practice, they often serve the company's interests. That doesn't mean you shouldn't report bad behavior. It means you should report with awareness.
When making a complaint:
Be clear, specific, and factual.
Stick to workplace impact (e.g., "This interfered with my ability to do X").
Ask for a written acknowledgment of your complaint.
Save a copy of everything you submit or receive.
In California, retaliation for complaining about unlawful behavior (discrimination, harassment, wage violations, etc.) is itself illegal. Nonetheless, retaliation by an employer is still common. If you're concerned about blowback, consult an employment lawyer before filing the complaint.
5. Know When to Escalate, And When to Exit
There comes a point when the question shifts from "Can I fix this?" to "Is this worth staying in?" That's not quitting. That's choosing yourself.
If conflict or aggression becomes chronic, or harmful to your health, or it remains unresolved, it may be time to seek outside help. In some cases, a legal letter can prompt change. In others, a claim with the California Civil Rights Department (CRD) or Equal Employment Opportunity Commission (EEOC) may be appropriate.
And sometimes, the bravest and healthiest move is to walk away, with your records intact, your self-respect preserved, and legal options open. This doesn't mean you are giving up. You are simply prioritizing your mental and physical health.
You are not unprofessional for protecting your peace. And you are not alone. Take action.
Final Thoughts
If you're dealing with constant tension or subtle hostility, it's easy to internalize it as a personal failure. But much of what we call "personality conflicts" in the workplace is actually a failure of culture and leadership. Especially for employees from marginalized communities, navigating workplace aggression can feel like an invisible second job.
Recognize when a situation is harmful. Leaving a workplace that no longer suits you is not a sign of weakness. While workplace aggression can make you feel powerless, remember that you have the power to control the outcome.
You don't need to be loud to stand up for yourself. You just need to be strategic, supported, and unshakably clear on your worth. The law, when understood and applied, is a powerful ally.
Contact D.Law by calling (818) 875-2008 or send a message with any questions or concerns you may have regarding your employment rights. Our attorneys are experts in California employment law and worker's rights and can help you with the problems you are faced with.
-By Andrea Amaya, Associate Attorney, D.Law
The Workday Economy – A Bold New Strategy EmergesBy Kathi Enderes, SVP Research and Global Industry Analyst with comments by Josh Bersin
The Workday Innovation Summit 2025 was more than an analyst meeting: it was a signal that Workday is attempting a full-scale reinvention. Under CEO Carl Eschenbach and Board Chair Aneel Bhusri, Workday is shifting from a product-centric model to an open, partner-driven, AI-powered ecosystem they call “The Workday Economy.”
Let’s explain what the company is up to.
Strong Financial Performance
Now on its 20th birthday, Workday is in a position of strength:
– $7.7 billion in subscription revenue
– 16.9% year-over-year growth
– 11,000+ customers in 175+ countries
– 70 million users
– 93% customer satisfaction.
The company’s goal is to reach $10 billion over the next few years, which means continuing this level of growth.
Workday is banking on a few big bets: aggressive partnerships and industry solutions, building Agentic AI, investment in Workday Financials, and a mid-market offering. Let’s look at each of the components in detail.
The Platform Play: From System to Ecosystem
Workday’s legacy as a highly integrated, proprietary stack (or “walled garden”) worked for years, but now it slows innovation. Now, with intention to make Workday an open platform, the company is expanding its Built on Workday program and expanded Workday Marketplace, to build a “Workday Economy.” Partners and customers can use Workday Extend to build applications natively, with low-code tools and lots of support.
Comment by Josh: Workday Extend is a massive priority, but building Workday apps is difficult. With 87 partners now, how big can this app ecosystem become? And just as Apple tightly controls apps for the i-Phone, can Workday do the same with such complex industry partners? They’re definitely going in the right direction.
Partnerships as Engine of Innovation
Workday’s partner ecosystem is now front and center, supporting ISVs, advisory firms, system integrators, and co-innovation partners. A new Clear Skies Initiative is supposed to prevent channel conflict, ensuring partners can build without competing with Workday’s core offerings.
Strategic alliances with Randstad, TechWolf, and five new Workday Wellness partners (including MetLife) are examples. Can Workday use these partnerships to drive real, measurable results? Many partner programs are simply referral relationships: how will sales and service teams invest in the success of these partnerships? This is a new muscle for Workday to build.
Comment by Josh: This is big. I think Carl understands that Workday’s “market power,” built through its reputation over 20 years, lets the company pick winning partners and resell their offerings, invest in them, and stop trying to build or compete with everyone in this market. This is the type of behavior a $20-30 Billion company demonstrates, and I hope it continues. (ADP white labels many products and their business never stops growing.)
Agentic AI: The Next Frontier
Agentic AI is clearly core to the strategy. The Workday Assistant, powered by Illuminate, lets employees interact with HR and finance in natural language, across Microsoft Teams, Slack, and more.
Early agentic applications like the Payroll Agent, Employee Self-Service Agent, or Recruiting Agent are promising, but the real test will be customer adoption to create business value.
As companies deploy more specialized agents, Workday’s Agent System of Record aims to manage all agents, not just the ones created on Workday. With big players like Microsoft, Google, and ServiceNow aiming for the same level of control, this will be a tough battle to fight.
Comment by Josh: I’m not really convinced that Workday can be a system of record for agents, when the system is missing so much data. I would bet on Microsoft, Google, Okta, or others to dominate the agent governance market. On the other hand, agents that work with Workday (recruiting agents, L&D agents, pay agents, etc.) do have to integrate with Workday somehow, so to me this is a way to integrate, not “govern” agents.
Agent Extensibility and Customization
The new Workday Assistant Studio lets partners and customers build agents to fit unique workflows. This extensibility is good news for customers, but it comes with risk. How well will these interfaces work and how easy will it be for vendors to build integrated apps? Workday now has direct integration with Microsoft Copilot and Google, but most Agent-builders are going after customers directly, and they may or may not want to be held hostage within the Workday Assistant.
Comment from Josh: Right now SAP Joule is a year ahead of Workday in ERP/HCM Assistants. Most Workday clients I talk with are afraid to even let employees touch the system and they’re deploying Copilot, ChatGPT, Galileo, or other dedicated assistants. The Workday Assistant strategy needs a bold new move, and Studio alone may not be enough. I think Workday may be better off focusing on optimizing its utility within other more broad AI assistants. (What happened to Workday’s big alliance with Salesforce I wonder.)
HCM Innovation: Industry Focus and Acquisition Integration
Workday’s HCM suite remains the company’s core, with a focus on practical AI and the employee experience. Industry-specific solutions for higher education, healthcare, and financial services are expanding, offering another path to growth and becoming indispensable for clients.
Recent acquisitions like HiredScore, VNDLY, and Evisort can add mature AI-driven capabilities that can bring the HCM product (built 20 years ago) into the latest AI era, given the competition in this space. (Workday now resells Evisort.)
Comment from Josh: Workday HCM product teams understand what customers need. The challenge they face is “getting there from here,” so I would bet we see many more acquisitions. If you read our latest research on the Revolution in Corporate Learning, for example, you see that Workday has missed this market. Ditto many recruitment features (high-volume, online job previews, AI-assessment.) So I would expect Workday to do more deals like HiredScore, where they get an AI product base and some amazing HCM product talent.
Strong Focus on the Financial Suite
Workday’s financial management suite is now central to its growth story, with over 35% of new customers choosing it. The company is pushing industry-specific financial applications, automation, and real-time insights. But the finance function can often be conservative and risk-averse, and the promise of truly integrated HCM and Finance solutions is still a dream for most customers.
International Expansion
Workday’s global ambitions are bold. New offices, expanded partnerships, and talent programs in EMEA are all part of the plan. Today only 25% of revenue comes from international markets so the company will need to invest heavily here. SAP and Oracle are quite dominant in some countries, so the company has to pick its markets carefully.
And remember local players. As Workday courts the Global 2000 (including First-Citizens Bank & Trust, UnityPoint Health, and Toyota), the company definitely needs to build out support, partnerships, and presence in these geographies.
Comment from Josh: There are many geographies (Asia, UK, Eastern Europe) where Workday is not well entrenched. While SAP and Oracle dominate some of these markets, if Workday builds a strong partnership model (ie. exclusive SI partnerships in these geos, etc.) they can double their growth rate in these sectors. Look at how well Workday has done in Australia (a fairly small market).
Is the Mid-Market Ready for Workday?
Expanding to the mid-market is another tenant of Workday’s growth plan. With WorkdayGo, the company is adapting its enterprise playbook to leverage partners. With players like UKG, Rippling, ADP, Dayforce, and HiBob providing tailored, right-sized solutions designed for this segment, Workday will find lots of resistance in this market. (SAP tried this years ago.)
Comment from Josh: This is a push for me, I’m skeptical. I love Workday as a product but it’s very complex and needs major administrative support. I doubt Workday can effectively compete with HiBob, UKG, and the others Kathi mentions without building or buying a new product. Years ago Taleo (pioneer in ATS) acquired a separate company to launch Taleo Business Edition and that product sold like hotcakes. I have a hard time seeing how pre-configured Workday SKUs make it that much easier to administer. But who knows, maybe an AI-powered “configurator” could fix that up.
Customer-Centric Innovation
The 2025 Spring Release delivered over 350 new features, shaped by customer feedback. AI-powered talent rediscovery, simplified workflows, and industry-specific enhancements are all on the list. Customers are reportedly happy and shaping the roadmap. This pace of innovation requires companies to keep up with Workday, often not an easy feat, especially in the AI areas, where adoption still lags the many capabilities Workday offers. A focus on supporting AI transformation will be key to drive real value.
Josh’s Perspectives
Workday is an ambitious, well run, culture-driven company. These announcements signal a major shift from “technology-based” to “market-based” growth. There’s no question in my mind that thousands of ISVs and integrators would love to build businesses around Workday. The only question is how quickly Workday can make this easy and profitable (for them).
As far as AI goes, the market is very competitive. SAP’s AI strategy quite far along (Joule is more extensible than the Workday Assistant), and many AI startups are reinventing the HCM market from scratch. So while the Workday Agent System of Record makes sense, many new “Agent-core” or “AI-native” HCM apps will chip away at Workday’s footprint.
That all said, this is an exceptionally well run, strong, “Irresistible Organization”. With a new CTO and strong focus on global growth, I see no reason Workday can’t achieve its $10 Billion target in the next 3-4 years.
观点
2025年06月12日
观点
Yes, HR Organizations Will (Partially) Be Replaced by AI, And That’s GoodI adore the human resources profession. These folks are responsible for hiring, development, leadership development, and some of the most important issues in business. And despite the history of HR being considered a compliance function, the role is more important than ever. CHRO salaries, for example, have increased at 5-times the rate of CEO pay over the last twenty years, demonstrating how essential HR has become.
That said, we have to be honest that AI is going to disrupt our role. This week IBM formally announced that 94% of typical HR questions are now answered by its AI agent, and the role of HR Business Partner is all but eliminated except for very senior leaders. As a result the CEO plans to reduce HR headcount and shift that budget towards sales and engineering.
Let’s accept the fact that we are in a time of increasing acceleration. In other words, the capabilities of AI are growing much faster than our organizations” ability to adapt, so we have to lean forward and start redesigning our companies. In the case of HR, our Systemic HR model (which we launched two years ago) is now being fully automated by AI.
I know IBM’s story well, and I think it explains where all HR teams are going. Many years ago Diane Gherson (prior CHRO) started AI projects to automate recruitment, pay analysis, and performance management. She spoke at our conference eight years ago and shared how IBM’s pay tool (CogniPay was launched in 2018) uses AI to make pay recommendations based on skill. This type of tool, which was years ahead of the “skills-based” strategies we see today, essentially automated many of the performance and pay decisions left to managers.
Since then IBM has gone much further, and in my last conversation with Nickle Lamoureux (current CHRO) she told me the AI agent helps write performance reviews, creates development plans, and coaches managers and senior leaders on a myriad of performance based decisions. I totally believe this because I see Galileo doing these kinds of things for companies every day. (Check out the Mercury release.)
How does this impact the roles and jobs in HR? Well it definitely eliminates many.
In the case of L&D or HR business partners, I believe we could see a 20-30% or more reduction in HR headcount per employee. And that means these individuals may wind up managing the AI platforms, moving into roles as change consultants (which AI still can’t do), or move into areas like org design, learning architect, and data management.
I think this is all a good thing. While we all worry about AI taking our jobs, we have to remember that our real job is not to “do things” but to “add value” and bring complex problem solving skills to our companies. And in this journey to “crawl up the value curve,” we all have to learn to use AI, develop AI solutions, and think more systemically about how our companies go to market.
I recently interviewed a brilliant HR leader (podcast coming) at WPP who explained how he and his team rationalized their job architecture from 65,000 job titles to only 600 by using new AI tools from OpenAI and Reejig (a work intelligence vendor). As you’ll hear in his story, this effort was a combination of data management, business analysis, change management, and leadership. The results of this work, which are still ongoing, is the opportunity for WPP to dramatically change its go to market strategy, innovation, and growth.
That’s the kind of thing we want our HR teams to do.
And as these various agents hit the market (see my latest view of the market below), HR professionals are going to have to train them, implement them, and “manage them” for long term success. This means analyzing the cross-functional data they produce, extend them into better decision-making, and move our thinking from dated concepts like “time to hire” and “course completion rates” to meaningful measures like “time to revenue” or “time to productivity” or “time to customer service excellence.”
See where I’m going? In a time of increasing technology acceleration we have to “lean in” as hard as we can.
Stop thinking about how much money we save on headcount (which is a fleeting benefit, by the way) and focus on value creation. That’s the big benefit of AI: customer service quality, time to market, and innovation.
In many ways these “HR downsizing” stories are really stores of “HR crawling up the value curve,” which is really a good thing. And for HR professionals, it’s a time for personal reinvention.
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2025年05月16日
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你以为大家都懂 AI？其实他们都在装懂——Pluralsight《2025 AI 技能报告》深度解读
“我其实不太懂，但又不好意思说。”——这是许多技术人员和高管面对 AI 时的真实心声。
在我们谈论 AI 如何颠覆行业、重塑岗位的时候，也许我们忽略了一个关键问题：究竟有多少人真的懂 AI？
Pluralsight 最新发布的《2025 AI 技能报告》给出了一个惊人的答案：大多数人其实都在“演戏”。
是的，你没有听错。报告调查了来自美国和英国的 1,200 位技术高管和从业者，发现整整 79% 的人承认夸大了自己对 AI 的理解，而站在组织最前线的高管，居然有 91%“装懂”。这不仅是一场职场里的集体错觉，也是一面照见现实的镜子：AI 正在迅速成为新的职场“裸泳”试炼。
“会不会用 AI”变成了一种表演
在很多公司，使用 ChatGPT 或 Copilot 本应是一种提升效率的手段，但却被悄悄贴上了“偷懒”的标签。报告显示，61% 的人觉得在工作中用生成式 AI 会被认为不够敬业。
于是，人们开始偷偷摸摸地用 AI —— 不打招呼、不留痕迹，生怕别人知道自己依赖了工具。这种“影子 AI”现象，让整个职场变得有点像小学考试时偷偷翻书的学生：大家都在作弊，却都装作没有。
“我懂 AI”成为职场社交货币
在调查中，九成从业者自信地说：我有足够的技能把 AI 工具融入工作中。 但问题来了：几乎同样比例的人又说，是“其他人”的 AI 技能不够，才导致项目失败。
这不是一个技术问题，而是一个认知偏差问题。正如报告所言，这可能是“达克效应”（Dunning-Kruger Effect）在作怪：越不懂的人越自信，越懂的人越谨慎。
我们真的会被 AI 取代吗？
报告也揭示了另一种深层焦虑：90% 的受访者担心自己被 AI 替代，而这个比例较去年增长了 19%。最焦虑的行业包括：内容创作、数据分析、销售和市场。
但现实其实并不那么残酷。数据显示，有近一半的企业正在新增 AI 相关职位。换句话说，AI 并不是“替代者”，而是“重塑者”。只是那些被“重塑”之前的人，必须先完成一场认知与技能的跃迁。
真正的赢家，懂得不断更新
幸运的是，大多数公司正在醒来。59% 的企业已经开始提供 AI 培训，54% 的企业通过涨薪来缓解员工的焦虑，甚至有些公司开始为员工提供“AI 心理建设”。
更可喜的是，有 8 成的技术从业者表示：AI 真的让我的工作更轻松了。
从数据建模到个性化推荐，从云管理到自动化任务，这些看似“高冷”的 AI 应用，正在变得触手可及。
写在最后：别再装了，真的可以学
也许我们都该承认：AI 发展太快了，不懂是常态，懂才是稀缺。真正拉开差距的，从来不是“演得像不像”，而是你有没有诚实地面对自己的技能盲区，并持续进步。
这份报告不是在揭示一个笑话，而是在给每一个职场人提个醒：别再装了，时间不等人，AI 的浪潮已经拍到了你脚边。
你是要假装会游泳，还是现在就跳下去学？
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